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PART FOURQuestions 21-30l Read the extract below from a bank’s advice to businesses about finding and keeping customers.l Choose the correct word to fill each gap from A,B,C or D on the opposite pages.l For each questions(21-30), mark one letter(A,B,C or D) on your Answer Sheet.l There is an example at the beginning (0). Finding and keeping customers Customers and buyers are the lifeblood of any business. The constant challenge is to first find your customers and then sell to them. For businesses which are just 0 up, marketing professionals suggest working out a SWOT analysis- a systematic review of your Strengths, Weaknesses, Opportunities and Threats- to clarify your business thinking and 21 realistic sales targets. Once you’ve gained customers it’s important to remember that they can 22 or break your business. After all, if you give excellent service, they will freely advertise your company to colleagues and friends, giving you a competitive 23 over your rivals. When you’re planning to pay for advertising, business directories, local newspapers and the internet can be very cost-effective. Trade exhibitions can also 24 you to a wide range of useful contacts and lucrative new markets. You may also be able to 25 company news into free PR by sending press 26 to magazines and newspapers. But editors have very 27 space, so your story must be unusually interesting and entertaining to 28 in print. At JS Bank we specialise in helping new businesses 29 off to a promising start. We can help you develop your business, and our free book How to 30 your business potential is a detailed, practical guide to advertising, endorsed by the Institute of Direct Marketing. Contact your local JS Bank for a copy. Example:A starting B coming C growing D bringing 21A formB placeC setD shape22A doB makeC takeD put23A benefitB bonusC marginD edge24A introduceB initiateC encounterD present 25A directB turnC pointD steer26A leafletsB campaignsC shotsD releases27A shortB smallC limitedD lacking28A appearB displayC showD represent29A standB getC goD move30A advantageB practiseC employD exploit 21.______ 22.______ 23.______ 24.______ 25.______ 26. ______ 27.______ 28.______ 29.______ 30.______
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It is difficult to remember what we thought of things before we began to grow up. As a boy I had no clear understanding of why I wanted to run. The satisfaction we derive from games is not easy to explain. I just ran anywhere and everywhere—never because it was an end in itself, but because it was easier for me to run than to walk. My walk was ungainly, as though I had springs in my knees, I always felt impatient to see or do something new, and running saved time. From FourMinute Mile by Roger Bannister.答案：______
Each passage has the topic sentence underlined. With that controlling idea in mind try to find the one sentence that has been inserted that does not belong there because it breaks the unity. Cross out the sentence. Each time a ship makes the fiftyone mile transit of the Panama Canal from ocean to ocean, fiftytwo million gallons of water are required to lift it over the spine of the Continental Divide. Two ships use about what the city of Boston does in a day, and in 1954 the daily average was twentythree ships. The lowest route the surveyors could find over the spine of the hemisphere required ships to soar three hundred and twelve feet up. To get this water, the engineers had to create, with the help of rainfall and the turbulent Chagres River, the one hundred and sixtythree square mile Gatun Lake. It meant the largest earth dam ever conceived at that time. From Seven Wonders of American Engineering by Ira Wolfert答案：______
There’s one sentence missing in the paragraph, and choose the appropriate option for it. The statement that the German people were ultimately responsible for the war is a halftruth which encourages a convenient oversimplification. It is true that Hitler was the constitutionally appointed leader of the German nation and that, despite individual protests, his policies, as long as they were successful, had the approval, or at least the acquiescence, of the German voters. But, in the world in which we live no man, no nation causes war. To fix any ultimate responsibility for World War II,_______________; we must look before Munich and the invasion of Poland. And the farther we look the more clearly we will see that the roots of war were world wide, and that no nation was guiltless of nourishing them.
PART THREEl Read Stephen Overell’s review of a book by Frances Cairncross called The Insidious Tech Revolution, and the questions on the opposite page.l For each question(15-20), mark one letter(A,B,C or D) on your Answer Sheet First it revolutionised everything, then it changed nothing and now no one knows what to think. Predictions about how the communications revolution would transform management have followed a trajectory just as wild and erratic as high-technology stock prices. It is timely, then, to read a calm, temperate analysis arguing that we have underestimated the capacity of the internet to transform companies and businesses. Despite the high expectations of the time, the dotcom business model was never likely to bequeath an enduring legacy of lightning growth and quick cash. Frances Cairncross’s contention is that now the frantic energy has been dissipated, the real revolutionary effect of that model on the structures, functions and activities of established businesses and markets can start to become clear. Discerning it can be a subtle affair: “The most widespread revolution in the workplace will come from the rise in collaboration and the decline of hierarchy,” she writes. Both of these, of course, were trends-in-progress before the widespread adoption of internet technology. But they are the areas where the change can now be perceived as most profound, precisely because developments in communications technology have worked with the grain of re-existing movements, accelerating what was already happening. In previous generations, communications flowed from the top of companies downwards. But as more firms began to strip out layers of hierarchy, the internet allowed the flatter corporate architecture and web-like structures of modern organisations to function effectively. Multifunctional teams, the much-pampered child of 1990s management theory, would be so much trickier to run without the internet. In addition, the internet enables efficient outsourcing and management of external suppliers. Highly marketable workers now have a choice. They can work flexibly if they want to auction their skills to well-paying clients, and move on when they get restless. From a company perspective, the transformed feelings about work among desirable external personnel carry their own difficulties. Many companies are finding that squads of free agents can be difficult to manage and reward. Human resources directors in some sectors are having to behave like theatrical casting agents: they staff work, not jobs. As Ms Cairncross suggests, new information technology leads to organisational change. Every aspect of running a company, whether building a brand (down to five years from 50), managing an ‘ecosystem’ of suppliers, innovation, or leading and motivating senior executives, has undergone -and continues to undergo - a transformation. This is not always in predictable ways, though. Who would have guessed that the widespread adoption of email would mean that turning up in person would actually carry greater weight than before? Predicting the managerial consequences of the communications revolution inevitably risks being a hostage to fortune, especially as the revolution is still in its infancy. The speed of innovation is enough to make most of us feel bewildered. The telephone was invented in the 1870s but it was not until the 1980s that the telephone banking industry too off. Dotcom companies went from boom to bust in just seven years, fragmenting old markets and creating new ones as they went. In such an atmosphere, fortune reading needs to be tempered by prudent vigilance. 15 In the first paragraph, Overell notes that views regarding the impact of the internet on business haveA adversely affected the stock market B ignored certain important factsC at last been proved wrong. D fluctuated over time. 16 What point does Frances Cairncross make about dotcom business? A Its real long-term effects were not immediately apparent.B It was considered irrelevant by established companies. C Its arrival had not been anticipated.D It delayed other developments that proved more beneficial 17 Overell refers to multifunctional teams because they A blossomed despite an internet-led corporate cultureB triggered the breakdown of organisational hierarchies.C exemplify an internal system that operates better with the internet D contradict a widely held theory about the internet 18 Overell compares human resources directors to casting agents to illustrate his point thatA companies are struggling to keep their labour costs down. B the concept of employment has changed significantlyC too many external personnel apply for each available jobD the fees demanded for outsourced work are constantly changing. 19 According to the fifth paragraph, what unexpected effect has the internet had? A It has raised the profile of poor communicators.B It has changed the function of business meetingsC It has increased the value placed on face-to-face interaction. D It has enabled companies to use a larger number of suppliers 20 How does Overell end his review?A by taking a positive view of the future B by recommending caution in predicting the future C by showing how luck influences future successD by drawing parallels between the past and the future 15. ______ 16.______ 17.______ 18.______ 19.______ 20.______
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